Designing and

Implementing eGovernment Strategy

Agenda

E-government brief introduction

E-government strategy
components
Case study e-Bharat
What does all of this mean for the
World Bank

Why e-government?
Its hype

We think it will provide faster, more

convenient government services

Everyone else is doing

it, so its probably
important and useful

We dont want to
fall behind all
others

We think it will reduce costs for

We think it will reduce costs for

individuals and businesses to deal

government (reduced data entry

with government

costs, lower error rates)

To reduce corruption
and fight poverty

We think its a tool for transformation of

public administration from bureaucracy to
service provider

We think it will
improve
democratic
process
We need to reach out to a broader
part of population

So what is E-Government?

E-government is very simply about applying

information and communication technology
to all aspects of a governments business
where it makes sense to improve efficiency
and effectiveness in the achievement of
policy and program outcomes

So why an E-Government strategy?

To pursue real economic development goals not just technology

push

To create the right policy and institutional frameworks from the

start.

To maximize effectiveness of ICT initiatives within Government.

To manage the increasing costs of I&IT in government

To generate savings by applying I&IT in backend processes or other

programmatic areas

To map path from pilot experiments to sustainable, scalable systems

To design technology architecture (infrastructure, data, standards)

for the public sector

To integrate organizational silos and deliver citizen services through

common channels.

What is an e-government
strategy?

1.
2.
3.
4.

Conceptual framework
Business case
Implementation Process
Measurement of results

Conceptual Framework for E-Government

Strategy
Dimensions
Leadership
Human
Resource Dev.
Policy &
Institutional
Reform

Technology
Financing

Outputs
E-Governance:
Legal Framework,
ICT Policies Standards
Connectivity & Data
Processing
infrastructure
Institutional
Infrastructure for
Service Delivery

Goals
TRANSPA
-RENCY

SERVICE

EFFICIENCY

Client-Oriented Service
Applications
Back-End Government
Applications

ECONOMY

Making a business case for EGovernment Strategy

a. Defining worthwhile goals

b. Demonstrating financial
feasibility and sustainability
d. Developing incentive scheme

Business Case: Goals

To extend the reach of government services

To promote equal access to government services

To increase constituency satisfaction with

government services

in particular: to reduce transaction costs for

citizens

Survey of citizens in Ontario indicated that

citizens want timeliness of response and right
outcome (right information or completed
transaction)

To reduce government costs

9

Business Case: Financial

Feasibility

Incremental investment financing Justified by public goods

nature of outputs or market failures related to infrastructuretype investments. For example, it is clear that there will be no
competition for providing training to public servants unless the
government pays. The same about the CSC infrastructure;
unless government is willing to provide some seed capital and
selective operational subsidies the private sector will not deploy
the centers needed.

Cost sharing with business _ through PPPs based on real user

fees or shadow transaction fees.

Redirection of line ministry HRD and ITC budgets.

Savings accrued over time from BPR, automation and

outsourcing of client interface. Important to note that in initial
stages costs to government may not be reduced (multiple
channels, significant uptake)
10

Business Case: Incentives

Individuals: skills upgrading,

professional development,
increased autonomy, international
exposure

Departments: Increased
budgetary control, organizational
visibility, economic rewards, e.g.
share of profits/savings, etc.
11

E-Government Strategy: Process (1)

Define vision and goals

Set up high level leadership task force

Ensure consistency with economic

development priorities

Assess status quo and

Secure political support

Establish stakeholder participation

mechanisms (including demand)
12

E-Government Strategy: Process (2)

Put in place e-govt. management framework

Assess priority needs for government services

Secure funding

Establish partnerships with private sector,

where feasible

Design technical, data sharing, and service

delivery infrastructure.

Prioritize projects (BPR first)

13

E-Government Strategy: Process (3)

Develop time-bound implementation plan

Secure stakeholder buy-in of

implementation plan

Implementation the strategy in phases

Measure and publicize progress

Evaluate results and make course

corrections.
14

E-Govt. Strategy: Measurement of

results

Output Indicators

Infrastructure

Governance

Improvement in connectivity and data processing

capacity
E-government management framework in place
Policy and regulatory framework in place

Institutional Capacity

Geographical reach of government services

Training imparted
Business processes reengineered
Number of Government systems operating at service
standards

Note illustrative examples there are other

measures of capabilitiy

15

Business Case: Measurement of

results

Impact Indicators

Constituency satisfaction with

government services (opinion
surveys, citizen report cards)

Access by the poor and rural

population

Client orientation in public service

Data sharing across information systems

transparency of government organization to

service recipients
16

Example of e-government
strategy
NEGP - E-Bharat under
preparation

Example: NEGP - Indias eGovernment strategy

NEGPs goal is the provision of improved, more

convenient government services countrywide through
on-line delivery at local service centers.

NEGP is fully recognized as key part of national

development plans.

Involves central and all state governments. Will be led

centrally and implemented locally.

Will be implemented over an 8-year period (FY20062013) at a cost of roughly USD 4 billion.

To be supported by proposed USD 1 billion Bank

project in two phases
18

Indias NEGP : Scope of Outputs

Central
Services
to Citizens
(G2C)

Services to
Business
(G2B)

Other

State

Income Tax
Passport, visa and
immigration
E-Posts

Land records
Property registration
Road transport
Agriculture
Municipalities
Panchayats
Police
Employment Exchange
Education
Health
Food Distribution &
other welfare programs

Excise
Company affairs

National ID
National GIS for
planning

Integrated
Common Services Centres:
Single-window public service
delivery points eventually
reaching all the 600,000
villages in India
State Wide Area Network
SWAN: fiber optic
connectivity up to block
level
Countrywide State Data
Centers
All India Portal
National E-Governance
Gateway

EDI (customs & foreigh trade)

E-BIZ
E-Procurement

Commercial Taxes

Treasuries

E-Courts

Indias NEGP: Criteria for selection of

MMPs

Measurably improved citizen/business

service delivery

Ownership by line ministry/ state department

Acceptable BPR & change management plan

Solutions can be rolled out in 2-4 years

emphasis on poor & rural communities

Use of PPP solutions

20

Indias NEGP: Funding

Sources

Existing ministry budgets (3% national guideline for IT)

Existing State funds

Additional Central Assistance (ACA) from the central

government to the states.

External financing from the Bank and other donors, with

harmonized administration procedures.

Private financing through Public Private Partnerships (PPPs)

User charges
21

Indias NEGP: Strategy for CSC Infrastructure

To setup ICT- enabled CSCs in villages to deliver
multiple services to the villagers
To deliver all possible G2C services through these
CSCs
To promote public-private-partnerships (PPP) in
ownership and operation of CSCs
To provide government subsidies calibrated to financial
sustainability of CSCs

Indias NEGP: Strategy for Capacity

Building

Provide expert TA on project

management and procurement

Support BPR plans of implementing

departments

Finance extensive training program

Nurture stakeholder/domain networks

23

Levels of Capacity Needs- at State Leve

Policy Formulation
Committing Resources
Taking hard decisions

Leadership & Vision

P
R
O
G
R
A
M
M
E

Preparing Roadmaps
Prioritization
Frameworks, Guidelines

Program Development

Monitoring Progress
Inter-agency Collaboration
Capacity Management

Program Management

P
R
O
J
E
C
T

Conceptualization
Architecture
Definition (RFP, SLA)

Project Development

Bid Process Management

Project Monitoring
Quality Assurance

Project Management
24

Program Management Overall

Governance Structure- at National level
(proposed)
NEGAP Strategy Setting
National
Nationale-Governance
e-Governance
Advisory
AdvisoryBoard
Board
(Chairman
MCIT)
(Chairman MCIT)

Cabinet/
Cabinet/CCEA
CCEA

Programme
Monitoring
Working
WorkingGroup
Group
(Chairman Secy DIT)
(Chairman Secy DIT)

Programme Secretariat
Program Management Unit
Program Management Unit

DIT

Apex Committee

Project Approval

Expenditure
Finance
Committee

Project Owners
(Central Line Ministries
/ State Government)
Sub-Program
Sub-Program
Committees
Committees

Project
Project
Committees
Committees

25

Proposed Institutional Framework at

State level

State Government
State eGov Council (CM)

State Apex Committee (CS)

DIT

SeMT

Departmental
Committee

DeMT

26

Sourcing Capacities - Options

Council

Apex
Committee

Role

Task

Leadership &
Vision

Program
Development

Program
Management

SeMT

DeMT

Source of Capacity
Within Govt.
Outside

Policy Formulation
Resource
Commitment

50%

50%

eGov Roadmap
Prioritization
Frameworks/
Guidelines

75%

25%

30-50%
(tech +
domain)

50-70%

50%
(domain)

50%

Monitoring
Progress
Interagency
Collaboration
Capacity
Management

Project
Development

Conceptualization
Architecture
Definition

Project
Management

Bid Process
Management

Implications for the World Bank

28

But is our client

interested?

Strategic intent of a Government is

signaled by:

Formally expressed interest

Active planning: documents are available and
have been discussed internally; ICT
deployment is a part of PRSPs; e-readiness
assessment done e.g. through an Infodev grant
Established government agency for ICT
development
Strategy implementation already started
29

Bank ICT Assistance Strategy

Assistance must be country-specific depending on

government commitment and country e-readiness.

Given high risk of ICT investments, a careful

implementation strategy is a must

For laggard countries, target low hanging fruit

projects with high visibility, quick impact and easy
implementation.

For more advanced countriesi.e. have already

implemented pilots-- the Bank can help in
scaling up those systems that best fit within
the CAS
30

In the Bank , all types of public sector projects, have e-Gov in them

E-Gov???
Really???
Institutional Reform and
Capacity Building Projects

Enhance efficiency of the

Governments decision-making
process for public procurement
and Documentation flow.

Administration
Capacity
Building Projects

Civil Service Reform and

Modernization

Improve administration structure

and processes, civil service
performance, public expenditure
management de-concentration ,
revenue collection and
accountability mechanisms.
Health
Systems
Modernization
Trade facilitation and market
access

Lay groundwork for

effective health sector
policy making &
monitoring

Supports improving the legal &

regulatory framework for public
financial management and new
Integrated IFMIS

Why is this important for the

Bank?

Conservatively more than 50% of our projects involve

significant investments in ICT

Most ICT project components involve e-Government initiatives

Several countries envisioning comprehensive projects: eLanka, Indias e-Bharat, e-Vietnam, e-Ghana, e-Peru

Several regions working on an ICT strategy (SAR, EAP)

Most of our clients are investing in this area anyway,

it is better the Bank has a strategy to manage that
investment and get better/wider impact from it

32

Who provides this

support?

ISG e-government practice

applications, e-government strategies
GICT telecom, policy, infrastructure, eagenda
Legal - legal frameworks
WBI client training, distance learning
Regional units AFTQK, ECSPE
Sectors for domain knowledge
especially PREM
33

Closing thoughts
A countrys e-government strategy will need to be
calibrated to the country's situation in terms of

PC & Internet penetration, (adequate

technological infrastructure)
software development capabilities available
locally,
literacy levels (both conventional & IT),
economic level (ability to pay),
Legal framework
languages prevalent, etc.
preparedness and commitment of political,
administrative and technical leadership.

34

And Finally

E-Govt is a multi year commitment. Even if technology

can be rapidly implemented organizational change takes
time and use patterns change even more slowly.

E-Government offers tremendous opportunities for

improving service delivery, efficiency and transparency
in government

High risk of e-government projects require careful design

Client countries increasingly require this type of

assistance from the World Bank

Finally while e-Govt is important it is a means to an

end, and not an end in and of itself (its about the g and
not the e)
35

Credits Contributors and

Reviewers
Contributors

Government of
India - DIT
ke Grnlund
Elisabet
Rosengren
Seda Pahlavooni

Reviewers

Subhash Bhatnagar
Mark Dutz
Tenzin Dolma
Norbhu
Joan McCalla
Eduardo Talero

36

E-Government: Lessons of experienc

E-Government cannot perform as a substitute

for governance reform
E-Government must address the rural urban
divide
Manage expectations: e-government is not a
magic bullet
Translating promises to benefits involves
difficult organizational changes.
There is no one size fits all strategy: the
context needs to be understood
Balance top direction and bottom up initiative
Avoid large failures; deliver early results
37

E-Government: Lessons of
experience

Identify priority interventions that are capable

of exploring a countrys competitive advantage,
delivering cross-cutting positive impacts
Promote partnerships between government,
private sector, civil society and donors
Avoid technology focus: ensure complementary
investment; skills, organizational innovation and
incentives are crucial for making technology
work
Emphasize training and capacity building
38

Country Experiences: UK

Focus on improving government services for citizens

Priority on high impact areas -

Take-up of services must be the key driver of investment and the key performance
indicator.
Create competitive pressure

Open up electronic delivery of government services to the private and voluntary

sectors.

Do not make exclusive contracts for front-end delivery avoid private sector
monopolies.

Let electronic delivery compete with traditional delivery inside government.

Make the Internet the backbone to ESD, but allow multiple entry routes.
Reward innovation, accept some failure

Get going quickly, and keep learning from mistakes.

Set ambitious goals, informed by citizen preferences.

Begin with prototypes that can be built quickly and tested.

Quickly scale up successful prototypes for launch.

Be ruthless in weeding out unsuccessful government e-venture

Push for efficiency savings

Wherever possible ESD should substitute rather than complement traditional

delivery.

Determine the trade-off between trust and income (e.g. advertising) for each
service.
39

Country Experiences
Australia

Agency e-government programs are more likely to be

successful when:

Executive-level support has been obtained from the CEO and

senior agency staff
Agency staff are committed to the broader concepts of egovernment
Recognition exists that people wish to deal with government
through a variety of channels, and service delivery strategies
are tailored accordingly
Potential awareness is heightened by promoting availability of
online programs to people
Legislation and authentication issues have been resolved
Confidence has been raised through electronic signatures
Models for effective inter-agency collaboration have been built
and proven
Momentum is maintained through better integration of
enterprise, work, information, application and technology
architectures with and among agencies
40

Country Experiences Canada

Canada regularly surveys citizens and businesses

about their attitudes and needs--more so than
any other country.
Canada also actively markets its E-government
services. It advertises on TV and radio, ad in
airline magazines and newspapers to get citizens
to use its portal
Canada, like many nations, has a national CIO,
given the necessary muscle to drive standards
and create a common E-government offering

41

Country Experiences - Singapore

To pull down silos, you need a big stick

Vision of "many agencies, one government" became

mantra
The Ministry of Finance was sole authority in approving
funding for e-government projects
IDA managed central IT and telecom infrastructure and
defined national policy, standards and procedures
All e-services followed same security, electronic payment
and data exchange mechanisms, by regulatory and policy
mandate
While Internet technology was an enabler, people made it
happen, through strong e-leadership Deputy prime
minister launched the plan in 2000 "to be a leading egovernment to better serve the nation in the digital
economy."
42

New Zealand e-Government Architecture

Sri Lanka e-Government Architecture

India e-Government Architecture

Australia e-Government
Architecture